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The Police Service for Northern Ireland Submission to the Police and National Crime Agency Remuneration Review Body For Federated and Superintending Ranks

2015/16

December 2014

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INDEX

Page Number

Section 1 – Introduction 3

Section 2 – The PSNI View on Pay 10

Section 3 – Service Priorities 13

Section 4 – Impact of Winsor Recommendations 16

Section 5 – The Finance Challenge 20

Section 6 – Recruitment 25

Section 7 – Total Reward 36

Section 8 – Appendices 39

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SECTION 1 – INTRODUCTION

The Patten report entitled “A New Beginning: Policing in Northern Ireland” was the origin of the

current policing arrangements for the Police Service for Northern Ireland. The report was produced

by an independent commission on policing in Northern Ireland led by Chris Patten in 1998/99. This

formed part of a transformation across Northern Ireland reflected in “The Agreement” reached by

political parties in April 1998.

The Police Service of Northern Ireland (PSNI) evolved from the Royal Ulster Constabulary GC in

November 2000. Among the recommendations included in the Patten report were:

the creation of a Policing Board to replace the Police Authority (Police and Crime

Commissioners now fulfil similar functions across England and Wales, outside London)

a new focus on “community policing” and human rights approach (moving away from the

focus on security which had to be the primary concern of police officers during the 1970s and

1980s)

structural reforms within the police service which saw a reduction in the number of police

officers from around 13 000 ‘Regulars’, Full time Reserve and Part Time Reserve to a target of

7 500 ‘Regulars’ and 2 500 Part Time Reserve

closure of the Full Time Reserve, which was completed in March 2011

a 10-year programme of severance, both voluntary within the PSNI and Full Time Reserve,

and subsequently compulsory in the Full Time Reserve to speed up the reduction in numbers

and to support the re-balancing of the religious make-up of the Service

reform of recruitment procedures on joining the police service incorporating a new trainee

programme prior to graduation and attestation

a fresh programme of training and retraining of police officers and expanded opportunities

for co-operation outside the Service.

The policing structures were transformed through the implementation of the 175 recommendations

of the Patten Report, many of which are given statutory footing in the Police (Northern Ireland) Act

2000. The transformation was designed to develop in line with societal changes, political

developments and normalisation of security in Northern Ireland.

In order to understand the current workforce composition and to fully consider the options for

future change and reflectiveness it is important to understand the changes that the organisation has

undergone in recent years.

The data analysis at Figures 1 to 6 below show that whilst pre PSNI Roman Catholic officer

representation was 8% overall, at the rank of Chief Superintendent and Superintendent this rose to

20% and 15% respectively. This is in contrast to Female representation which was 12% overall but

there were no Female Chief Superintendents and only 3 % Female representation at Superintendent

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level. Over the period 01/11/2001 to 01/08/2014 Roman Catholic officer representation has

increased to 31% and Female to 27%.

Figure 1

01/01/2001 01/11/2001 01/11/2004 01/11/2008 01/11/2011 01/08/2014

Male 100% 100% 90% 100% 94% 85%

Female 0% 0% 10% 0% 6% 15%

Protestant 80% 87% 79% 85% 94% 90%

Roman Catholic 20% 10% 21% 15% 6% 10%

Undetermined 0% 3% 0% 0% 0% 0%

0%

20%

40%

60%

80%

100%

120%

Chief Superintendent

Figure 2

01/01/2001 01/11/2001 01/11/2004 01/11/2008 01/11/2011 01/08/2014

Male 97% 94% 98% 92% 83% 82%

Female 3% 6% 2% 8% 17% 18%

Protestant 84% 81% 78% 86% 78% 80%

Roman Catholic 15% 17% 15% 10% 10% 7%

Undetermined 1% 2% 7% 4% 12% 13%

0%

20%

40%

60%

80%

100%

120%

Superintendent

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Figure 3

01/01/2001 01/11/2001 01/11/2004 01/11/2008 01/11/2011 01/08/2014

Male 94% 92% 89% 81% 77% 74%

Female 6% 8% 11% 19% 23% 26%

Protestant 89% 89% 92% 82% 82% 76%

Roman Catholic 8% 8% 7% 10% 12% 18%

Undetermined 3% 3% 1% 8% 6% 6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Chief Inspector

Figure 4

01/01/2001 01/11/2001 01/11/2004 01/11/2008 01/11/2011 01/08/2014

Male 93% 93% 90% 89% 86% 86%

Female 7% 7% 10% 11% 14% 14%

Protestant 87% 87% 86% 82% 80% 78%

Roman Catholic 11% 10% 11% 14% 16% 18%

Undetermined 2% 3% 3% 4% 4% 4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Inspector

Figure 5

01/01/2001 01/11/2001 01/11/2004 01/11/2008 01/11/2011 01/08/2014

Male 92% 91% 88% 83% 80% 79%

Female 8% 9% 12% 17% 20% 21%

Protestant 90% 90% 90% 83% 82% 83%

Roman Catholic 8% 8% 8% 14% 15% 15%

Undetermined 2% 2% 2% 3% 3% 2%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Sergeant

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Figure 6

01/01/2001 01/11/2001 01/11/2004 01/11/2008 01/11/2011 01/08/2014

Male 86% 85% 80% 75% 71% 71%

Female 14% 15% 20% 25% 29% 29%

Protestant 88% 88% 79% 69% 64% 64%

Roman Catholic 8% 8% 19% 29% 34% 34%

Undetermined 4% 4% 2% 2% 2% 2%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Constable

The chart at Figure 7 illustrates the percentage changes in composition by leavers and new recruits from 1 January 2001 over the entire period.

Since the inception of PSNI in November 2001, 3033 officers have availed of the Patten Severance

programme, a further 1891 officers left due to natural wastage and 4347 officers have been

recruited under 50/50 arrangements.

Figure 7

0%

10%

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90%

100%

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Normal Wastage Severance Recruitment

Regular Wastage & Recruitment by Gender

Male Female

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Figure 8

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

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/14

Normal Wastage Severance Recruitment

Regular Wastage & Recruitment by CB

Protestant Roman Catholic Undetermined

Figure 9

01/01/01 to01/11/01

01/11/01 to01/11/04

01/11/04 to01/11/08

01/11/08 to01/11/11

01/11/11 to01/08/14

Male 90% 87% 78% 71% 84%

Female 10% 13% 22% 29% 16%

Protestant 84% 80% 63% 57% 75%

Roman Catholic 6% 14% 32% 39% 21%

Undetermined 10% 6% 5% 4% 4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Normal Wastage - Regular Officers

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Figure 10

01/01/01 to01/11/01

01/11/01 to01/11/04

01/11/04 to01/11/08

01/11/08 to01/11/11

Male 96% 93% 88% 93%

Female 4% 7% 12% 7%

Protestant 88% 88% 91% 91%

Roman Catholic 10% 8% 7% 7%

Undetermined 2% 4% 2% 2%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Severance Wastage - Regular Officers

Figure 11

01/01/01 to01/11/01

01/11/01 to01/11/04

01/11/04 to01/11/08

01/11/08 to01/11/11

01/11/11 to01/08/14

Male 100% 65% 65% 64% 83%

Female 0% 35% 35% 36% 17%

Protestant 100% 50% 47% 51% 74%

Roman Catholic 0% 49% 51% 48% 21%

Undetermined 0% 1% 2% 1% 5%

0%

20%

40%

60%

80%

100%

120%

Recruitment - Regular Officers

In the period since the inception of the PSNI the number of Female officers has increased by 98%, there has been a 252% increase in Roman Catholic officers, a 42% reduction in undetermined and a 28% reduction in Protestant officer representation. As figure 9 above highlights over the period since November 2001 the natural wastage rates for Roman Catholic Officers and Female officers has been higher than the severance rate and the average age of those leaving under natural wastage for these groups is younger than Male Protestant. The lower average age of leavers would suggest that that the higher levels of leavers from the Roman Catholic and Female officer groups were primarily among the student officer and probationer officer groups. It is considered that this higher attrition rate may be a negative consequence of appointing staff without any educational qualification criteria. It has also been suggested that Roman Catholic officers may have left due to lack of community acceptance of policing as an appropriate career choice. However there is no evidence to substantiate either of the above statements.

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In summary, the purpose of the Patten Severance Programme and 50/50 recruitment was to address an imbalance in Roman Catholic officer representation and achieve a target of 30% representation. Both of these key aims have been achieved. In addition, female representation has increased from 12% to 27% as a result of the increased levels of recruitment in the period 2001 to 2011. There have also been increased levels of female representation at all ranks. In achieving this there has been a negative impact on the male Protestant population in Northern Ireland who wished to join the PSNI as numbers were restricted. However for the most part, male Protestants were also the group that benefited most from the enhanced severance settlements. There has been a slight negative impact on Roman Catholic officer representation at the rank of Chief Superintendent and Superintendent. The age profile of Regular officers was not significantly altered during this period of major change.

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SECTION 2 – THE PSNI VIEW ON PAY

CORPORATE GOVERNANCE

As a public funded body the Police Service of Northern Ireland has a statutory obligation to use its

resources efficiently, economically and effectively, avoiding waste and extravagance.

The Department of Justice (DOJ) has designated the Chief Constable as Accounting Officer for the

Police Service of Northern Ireland. The responsibilities of the Chief Constable in this regard are

detailed in the Management Statement / Financial Memorandum for PSNI issued by the DOJ.

PSNI forms part of the Department of Justice (DOJ) and is funded via DOJ through the supply grants

from the Northern Ireland Consolidated Fund other than that required to provide the specified

services of the specified year, or retained in excess of that need.

The future financing of the PSNI's liabilities will be met by future Grants to the Department of Justice

and the application of future income.

NORTHERN IRELAND POLICING BOARD (NIPB)

The main statutory duties and responsibilities of the Policing Board are to:

secure an effective and efficient local police service;

appoint (and dismiss, if necessary) the Chief Constable, Deputy Chief Constable, Assistant Chief Constables and senior civilian staff;

consult widely with local people on how their area is policed;

set priorities and targets for police performance;

monitor the work of the police and how well they perform against the targets set by the Policing Board;

publish a rolling three year policing plan each year which informs people what they can expect from their police service and reports on police performance every year;

ensure local people get best value from the police;

oversee complaints against senior officers;

discipline senior officers.

NIPB also sets the remuneration rates of PSNI Chief Officers. In reaching its recommendations, the

Policing Board consider the following:

the need to recruit, retain and motivate suitably able and qualified people to exercise their different responsibilities;

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regional/local variations in labour markets and their effects on the recruitment and retention of staff;

Government policies for improving the public services including the requirement on departments and other public bodies to meet the output targets for the delivery of services;

the funds available to the organisation;

the Government's inflation target; and

Police Negotiating Board pay scales for Chief Officers.

POLICE NEGOTIATING BOARD (PNB)

Up to September 2014, the Police Negotiating Board negotiated agreements between employers of

police (local authorities) and police staff, which it recommended to the Home Secretary to become

part of police regulations.

They were responsible for negotiating:

Police Officers’ hours of duty, leave, pay, allowances and pensions;

the issue, use and return of police clothing and equipment.

They negotiated with 2 groups, which were referred to as ‘sides’:

the ‘official side’, which included representative of the secretaries of state, police authorities and chief police officers; and

the ‘staff side’ which included representative of the police staff associations.

PSNI did not attend PNB meetings however, their interests were represented by DOJ and NIPB.

PSNI BUDGET

The PSNI currently employs 6963 officers and 2601 police staff. The role of a Police Officer is defined

in the attached Role Profile attached at Appendix 1.

We are committed to creating a police service that reflects the diversity of the community we serve.

The table at Appendix 2 shows the PSNI’s establishment, strength, recruitment and wastage for the

month of August 2014.

The total projected cost of the 2014/15 Pay Remit is £374.1 million. However, the budget reductions

moving forward are unprecedented within the public sector. PSNI are currently considering how

best to address the funding gap and are reviewing every area of business to reduce costs, whilst

ensuring that the necessary numbers required to keep safe are maintained and achieved.

This review is still on-going and while some savings have been identified, the full gaps have not yet

been closed and the Chief Constable continues to press for effective maintenance of a strategic

reserve to enable long term, flexible and prudent financial planning.

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The Chief Constable recognises that the pay and allowances for Police officers have significantly

changed since the implementation of the Winsor Reforms in 2014.

Key areas applied in England/Wales which were not implemented in the PSNI are the

decision to not impose a freeze on incremental increases across the ranks which allowed

PSNI officers to continue progressing up the respective pay-scales in single or double

incremental steps. CRTP was retained subject to a review. There will be no change to the

Competency Related Threshold Payments (CRTP) in keeping with the Winsor recommendations.

PSNI agree to the review of CRTP for 2018. We hope to have this reviewed as requested by the

Minister for the 2018/19 September Pay Award.

As part of the submission for the 2016/17 Pay award, PSNI hope to embark on engagement with

officers in relation to the police reward package. The Minister’s pay remit letter for the review of

remuneration for Police Officers to the Chair of the Police and National Crime Agency Remuneration

Review Body is included at Appendix3 and the Secretary of State’s letter to PNCARRB is at Appendix

4.

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SECTION 3 – SERVICE PRIORITIES

VISION

The Police Service of Northern Ireland’s (PSNI’s) priority is to provide effective, efficient and

professional policing to the people of Northern Ireland. It aims to achieve this by working in

partnership with local communities. It is the role of the PSNI to work with local communities to

reduce crime and the fear of crime.

The vision of the PSNI is illustrated below. The PSNI’s ambition is to be the finest personal,

professional and protective police service in the world and to build a more confident, safe and

peaceful society. The guiding principles of the organisation are:

to provide a responsive, flexible, 24/7 service; tailor-made to the unique needs of the person

or place, with a reputation for promise keeping and professionalism;

to be personal, impartial and accountable police officers and staff, present and influential in

the heart of all communities and in the right numbers to make a difference and to;

to challenge the status quo, keeping red tape to a minimum with a view to always being at

the forefront of value for money and effective practice.

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PURPOSE

The purpose of PSNI is to work with communities and partners to make Northern Ireland safe so that

communities have confidence in policing.

PSNI keeps people safe by:

preventing – Crime and harm to individuals and society;

protecting – The vulnerable; and

detecting – Those who commit crime and bring them to justice.

PSNI delivers the purpose through the Policing with the Community (PwC) Framework:

in partnership with the NIPB;

by aligning with the Northern Ireland Policing Board (NIPB) Policing Plan; and

by establishing PwC as the framework for all service delivery.

COMMITMENTS

The commitments which drive forward the development of policing services are partnership and co-

operation. These commitments are underpinned by openness and transparency in line with our

over-riding Human Rights or legal obligations. They are achieved through working with:

the community served; and

other agencies in the private, public and voluntary services.

ACCOUNTABILITY

Our work is overseen through a system of accountability structures which include:

the Northern Ireland Policing Board;

the Police Ombudsman for Northern Ireland (PONI); and

the Department of Justice (DOJ).

The Northern Ireland Policing Board was established in November 2001 to replace the Police

Authority. The Board is charged with securing the maintenance of the police in Northern Ireland, and

its efficiency and effectiveness. In carrying out its statutory functions the Board is required to hold

the Chief Constable to account for the exercise of his/her functions and those of the police and the

support staff. The Northern Ireland Policing Board is a body of 19 political and independent

members nominated by the Assembly and appointed by the Minister. The Board is supported by

around 50 support staff.

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Each year, Government makes a grant to the Board to cover the estimated cost of policing in the

financial year and the Board works with the Chief Constable to ensure it is managed properly. A key

role of the Policing Board is to directly appoint and manage the senior police (and civilian) officers of

the PSNI.

The Office of the Police Ombudsman was created to handle complaints by members of the public

against the actions of police officers. The Ombudsman is required to exercise his/her powers in such

a way as to secure the efficiency, effectiveness and independence of the police complaints system

and the confidence of the public as well as members of the police service in the complaints system.

Policing in Northern Ireland was devolved from Westminster – the Northern Ireland Office – to the

Northern Ireland Assembly in April 2010. The Department of Justice is one of 12 Departments within

the Northern Ireland Assembly. The Department is headed by the Minister, David Ford and has had

devolved responsibility for a range of policing and justice matters since April 2010. Responsibility for

certain national policing matters has been retained at Westminster.

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SECTION 4 - IMPACT OF WINSOR RECOMMENDATIONS

BACKGROUND

An independent review into the remuneration and conditions of service of Police Officers within

England and Wales was commissioned on 1 October 2010 on behalf of the Secretary of State for the

Home Department and was conducted by Tom Winsor. The scope of this review was to make

recommendations which would enable police services to manage their resources to serve the public

more cost effectively, taking into account the current state of public finances.

The aims of the Winsor Review were to provide:

Skilled and effective workforce fit to face challenges for next 30 years;

Modern management tools for long term;

Maximum efficiency and economy in times of significant financial pressure.

The core principles of the review recognised:

Fairness is an essential part of any new system of pay and conditions;

The office of Constable is the bedrock of British policing;

The demands of Policing – full and proper weight must be given to the particular and

onerous demand which their occupation places on police officers and their families, and the

ways in which they live their lives, including the risks of personal injury and death, and public

responsibility and scrutiny if things go wrong. The need to work unsocial hours and the

absence of the ability of police officers in a disciplined service to withdraw their labour, or to

refuse to work to meet the exigencies of the service, must also be taken into account; and

A single police service – distinctions in pay and other conditions of service between police

officers and police staff should be objectively justified having regard to the conditions which

exist today, not on the basis of history or tradition.

The review reported in two parts, covering short term and long term improvements. The first report

covered:

The deployment of officers and staff (including shift allowances, overtime and assisting other

Police forces);

Post and performance related pay (including Special Priority Payments, Competency related

Threshold payments for Constable ranks); and

How officers leave the Police service.

The second report covered:

How Police officers enter the service;

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How pay progression up the scales could be made fairer to officers, staff and the taxpayer,

and whether the typical service length should be made more flexible; and

How officer and staff pay and conditions of service are decided (including the structures of

the Police Negotiating Board and the Police Staff Council).

DEPARTMENT OF JUSTICE (DOJ) POLICY POSITION

Whilst the DOJ were not obliged to follow suit with England and Wales, they recognised the impact

that the changes were likely to have on UK policing.

The DOJ therefore took the position that they would advocate change that supports and enhances

the operational effectiveness of the PSNI subject to that overriding priority and would advocate that

maintenance of parity for the purposes of ensuring operational effectiveness and efficiency of:

(a) the PSNI, especially through the mobility of officers between police services and

jurisdictions;

(b) UK policing, especially through consistency of practice;

(c) the DOJ and NIPB, especially in respect of the allocation of available resources.

The PSNI supported the DOJ’s position for parity with England and Wales. The focus of the Winsor

reforms for the PSNI was on Police officers as Police Staff in PSNI mirror the terms and conditions of

the Northern Ireland Civil Service.

POLICE FEDERATION FOR NORTHERN IRELAND (PFNI) PERSPECTIVE

The PFNI point out that:

‘Northern Ireland is the most dangerous, volatile policing environment in the UK, if not the

western world, where officers are targeted for murder both on and off duty’.

IMPLEMENTATION OF THE WINSOR REFORMS

Tom Winsor made a series of recommendations. This affected a number of payments and conditions

of service including:

the abolition of bonus schemes including SPP/PRA;

the abolition of double incremental pay increases with increments more closely tied to the appraisal system;

increase in occupational maternity pay from 13 to 18 weeks;

improved on-call payments linked to better use and improved management of overtime;

shorter pay scales at most ranks;

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retention of CRTP at its current rate subject to review;

motor vehicle allowances aligned to Civil Service rates.

The PSNI response to the Minister regarding the implementation of the Winsor Reforms is attached

at Appendix 5. The table at Appendix 6 shows the projected savings over five years for the PSNI from

the Winsor reforms.

PAY SCALES

The Policing Policy and Strategy Division Circulars attached at Appendices 7 to 11 contain the formal

Ministerial approval to implement the agreements with regard to the PSNI pay structures.

ABOLISHMENT OF DOUBLE INCREMENTS

PNB agreed that from April 2014 access to double incremental pay progression is to be removed at

all ranks, the national spend on double increments for Superintendents being reinvested into a

revised three-point pay scale for Superintendents.

BONUS SCHEMES

From 1 April 2014 the bonus schemes payable to Chief Officers and Superintending ranks within PSNI

are closed. Chief Superintendent and Superintendent Ranks who had been rated ‘exceptional’ and

who had been at the top of their pay scale for at least 12 months are no longer eligible to receive a

performance related bonus. The national spend on bonuses for Superintendents is being reinvested

into a revised three-point pay scale for Superintendents.

CLOSURE OF SPECIAL PRIORITY PAYMENT SCHEME

The Police Negotiating Board (PNB) agreement expected that no less than 20% and no more than

40% of Service strength would benefit from the Special Priority Payment Scheme. As a result SPP

cannot be paid to all officers in the PSNI.

In reviewing eligible posts for payment of SPP, the Service Executive Team (SET) took into

consideration the criteria laid down by PNB Agreement whereby a post may qualify for payment.

These criteria include frontline policing in demanding areas, the importance of national and local

policing priorities and also where there were difficulties in recruitment and retention in particular

areas of policing.

The qualifying posts agreed for payment of SPP were then approved by the Northern Ireland Policing

Board (NIPB).

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Authority to make payments under the Special Priority Scheme was granted under Part 3 of

Determination T linked to Regulation 33 Schedule 3 of the PSNI Regulations 2005. With the

agreement of Staff Side, PNB agreed that the scheme should be closed effective from January 2014.

CLOSURE OF POST RELATED ALLOWANCE (PRA) SUPERINTENDING RANKS

Authority to make payments under the PRA scheme was provided by Part 5 of the Determination T

linked to Regulation 33, Schedule 3 of the PSNI Regulations 2005.

PNB agreed that the Post-related Allowance (PRA) previously payable to some Chief Superintendents

posts should be closed from April 2014.

ON-CALL ALLOWANCE

This is an allowance paid to officers who have been authorised to remain immediately available for

duty, if required.

The rates and conditions relating to the payment of On-call Allowance have been approved by the

Secretary of State under Regulation 33(1) of the PSNI Regulations, 2005.

The national On-call allowance for the Federated ranks was introduced from April 2014. The

allowance is £15 for each daily occasion of On-call.

OVERTIME

Authority to make compensation for overtime payments is provided within Determination E linked to

Regulation 24 of the PSNI Regulations 2005. As provided by Regulation 25 of the 2005 Regulations,

the compensation payable in requirement for officers to work on a rostered rest day with less than 3

days’ notice will be at double time.

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SECTION 5 - THE FINANCIAL CHALLENGE

The current level of change and budget reduction is unprecedented within the public sector in

Northern Ireland, and PSNI is facing significant financial challenges going forward. In order for PSNI

to stay within its allocated funding going forward the organisation will have to change its current way

of doing business while ensuring it can keep people safe. Such reform will make it extremely

challenging to maintain the current pay and terms and conditions of Officers.

During the 2014/15 financial year PSNI has been required to make in-year savings of £38.4m (5.4%).

This has required significant reductions in year to all non-pay and discretionary spend areas. This

saving has been required in addition to the £135m of savings that PSNI will deliver over the current

spending review period.

The draft Budget allocations for 2015/16 requires an 8.6% reduction to the PSNI baseline next year as

set out below.

2014-15 baseline

£k

2015-16

budget

reduction

£k

% budget

reduction

Revised

2015-16 opening

budget

£k

Unringfenced

Resource

704,776 (60,421) (8.6)% 644,355

Following the strategic principles set out by the Chief Constable PSNI will continue to work towards a

balanced budget for next year, whilst ensuring the necessary numbers required to keep people safe

are maintained and achieved. This review is still on-going and while some savings have been

identified, the full gap has not yet been closed and the Chief Constable continues to press for

effective budget tools such as carry forward and maintenance of a strategic reserve to enable longer

term, flexible and prudent financial planning. However the delivery of such substantial savings is

currently not feasible without a significant reduction in the current workforce.

Table 2 below sets the initial funding gap that PSNI has been required to close under the draft budget

allocation.

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Table 2: Initial Funding Gap for 2015/16

Description 2015-16 £m

Draft Funding 644.3

Resource Requirement- with recruitment

of 100 officers

(699.7)

Gap (65.4)

Pay Bill

The Pay costs for federated and superintending ranks make up a large proportion of the total PSNI

budget. It is estimated that the Basic pay and employer costs for these officers accounts for 60% of

the total main grant funding of the PSNI.

As such any increases to pay scales or incremental progression have a significant impact on the total

funding requirement of the service. Currently 64% of all PSNI officers are at the maximum pay point

of their respective pay scales. Table 3 below shows the forecast median pay points and the

percentage of officers currently on the maximum pay points as at 31 august 2015.

Table 3: Staff Pay distribution as at 31August 2015

Constable( inc student officers) 37,254£ 58.50%

Sergeant 41,865£ 84.39%

Inspector 51,771£ 80.31%

Chief Inspector 55,005£ 94.47%

Superintendent 75,066£ 76.60%

Chief Superintendent 83,094£ 66.67%

Rank Median

% of

officers on

scale

maximum

Proposed Pay Settlement

With the number of officers at the max of their scale point the major factors influencing the total Pay

bill are cost of living increase and staff turnover. With the reduced funding available and reduced

recruitment of 100 officers over the period the proposed settlement of 1% uplift in pay scales, Nita

22

and the implementation of incremental progression as set out in the recent pay reforms, will see a

0.85% increase in the total PSNI pay bill during the 2015/16 pay review period.

Total Pay bill excluding Overtime

£k % Increase/ (Decrease)

1% increase in pay scales & NITA with incremental progression 391,058 0.85%

POLICE PENSIONS REFORM

BACKGROUND

Following the introduction of the New Police Pension Scheme on 6 April 2006, the Police Service of

Northern Ireland (PSNI) currently administers two pension schemes for police officers. Both of these

Schemes, the existing Police Pension Scheme (now referred to as the ‘closed’ scheme) and the New

Police Pension Scheme (or ‘new’ scheme) are unfunded defined benefit schemes.

In March 2011, Lord Hutton published his final conclusions on public service pensions reform; the

findings of which were accepted by the Northern Ireland Executive. Lord Hutton in his review of

public service pensions concluded that ‘current scheme designs are not sufficiently robust to ensure

the sustainability of public service pensions, and that change is needed to make public service

pension schemes simpler and more transparent, and fairer to those on low and moderate earnings’.

The Northern Ireland Executive is working to make public service pensions fairer and more

sustainable over the long term. On 8 March 2012 the Executive considered the UK government’s

policy for a new Career Average Revalued Earnings (CARE) scheme model for all public sector pension

schemes, including that of the PSNI.

It agreed to adopt this approach consistently for each of the different public sector pension schemes

in line with their equivalent schemes in Great Britain and not to adopt different approaches for

Northern Ireland. Mindful of the Executive’s decisions and having given due consideration to the UK

Governments ‘Police Pension Scheme: Reform Design Framework’, the Justice Minister decided to

adopt the same approach for the reform of the police pension scheme.

23

SCHEME REFORM

The current final salary PSNI pension schemes will close from April 2015, with future pensions based

on a Career Average Revalued Earnings scheme model (CARE). The New Pensions Regulations are

currently under consultation however the main proposed changes that officers will see are set out

below:

Provision 2015 Scheme 2006 Scheme 1988 Scheme

Basis of pension Career average revalued earnings. Based on 1/55 of the member’s pensionable earnings for each year. There is no maximum length or service or limit on benefits.

Final Salary. Based on

1/70 for each year of

service to a maximum

of 35 years.

Final salary. Based on 1/60

of member’s earnings for

first 20 years and 2/60 for

each year of service after

20 years, up to a

maximum of 30 years

Normal retirement age

60. Member can retire from 55 with actuarial reduction.

55.

From 48 with 30 years’

service, or from 50 with

25 years’ service, or at 55

for all constables and

sergeants with less than

25 years service.

Deferred pension age

State pension age if member opts out before age 55.

65 if member opts out before age 55.

50 if with 25 years’ service; otherwise from age 60.

Retirement lump sum

Only by commutation, at £12 lump for each £1 of pension sacrificed.

Yes, 4 x initial annual pension.

Only by commutation of up to ¼ of annual pension (at around £20 lump sum for each £1 of pension sacrificed, exact rates depend upon age at retirement).

Average contribution rate

13.7% of pensionable earnings; (may be subject to tiering).

Currently 11.0% to 12.75%.

Currently 14.25% to 15.05%.

Death benefits Pension payable to spouse or partner, for life. Lump sum death grant = 2 x final pay.

Pension payable to spouse or partner for life. Lump sum death grant = 3 x pay which can be nominated to anyone.

Pension payable to spouse or civil partner only, for life until remarriage. Lump sum death grant = 2 x pay, only payable to spouse or civil partner*

Purchasing additional benefits

Limited to £6,500 per

annum (limit may be

Added years only (no AVC Scheme)

Additional 60ths + Additional Voluntary Contribution (AVC)

24

Provision 2015 Scheme 2006 Scheme 1988 Scheme

altered by HMT).

Additional voluntary contributions no longer available

scheme

*This is currently under review. NI executive agreed to reinstate widow’s pensions for those who had remarried. Officers will retain the service that they have accrued in the final salary schemes and depending on

their age and service will fall into one of three categories, as follows:

Full Protection This will apply to officers within 10 years of retirement. These officers will effectively see no change to their current pension entitlements.

Tapered Protection This will apply to officers within 4 years of qualifying for protection. These officers will move into the 2015 scheme on their own, personal date, based on their date of

birth and length of service.

This will essentially mean that they will accrue more service in the 1988 or 2006 scheme up to a

maximum of 2,557 days (7 years)

No protection These officers will move across to the CARE scheme on 1 April 2015.

FINANCIAL IMPLICATIONS

There is currently a full scheme valuation being undertaken by the Government Actuaries

Department (GAD) that will set the new Employers rate for the Schemes from April 2015-19.

Currently it is hoped that there will be no significant increase in the Employers rate from April 15,

however this is still to be finalised and is subject to change. An increase in Employers rate of 1%

would create a payroll cost of approximately £2.4m. The NI Executive has set aside monies to deal

with the increase in ERs rates as part of the draft budget as there will be significant pressures in

teachers and health payroll costs.

25

SECTION 6 – RECRUITMENT

HR Distribution Plan

The Workforce Model (HR Distribution Plan) defines the allocation of police officers and police staff

across the PSNI. The annual HR Distribution Plan (HRDP) is the means by which non-pay budgets are

set and distributed in the devolved environment and identifies the focus for necessary actions to

manage the allocation of resources.

There are a number of known challenges in developing an effective and affordable staffing model.

These include:

the removal of all Temporary Workers as of 31 December 2014;

the reduction in the Managed Service Contract;

the continued uncertainty regarding the 2015/16 budget settlement;

the reconfiguration of the organisation to reflect changes in the operating model; and

the new Council areas.

The PSNI is committed to maintaining an operational capacity and capability, with officer numbers

(6963) reflecting the findings of the Resilience Review.

The attainment and sustainability of 6963 officers and 2601 staff as outlined in the Medium Term

Resource Plan (MTRP) through to March 2018 will be a challenge to the PSNI from a financial

perspective. As a consequence limited officer and staff recruitment will be required.

The HR Distribution Plan will therefore be developed on the basis of 100 police officer recruits and

approximately 60 staff posts will be recruited in 2015/16. This will mitigate the loss of Temporary

Workers and retain overall operational capacity.

These posts will be funded from a combination of the Main Grant, Security and External Funding.

This reflects an overall reduction in numbers as the anticipated leavers are in excess of the numbers

to be recruited.

Strategic Context

The Police Service of Northern Ireland is legislatively required to outsource the function for

recruitment of regular police officers. The specified aim of the outsourced arrangement is “to design

and administer an effective, efficient and fair recruitment and selection process for the police service

of Northern Ireland”. This process must produce a precise number of police trainees to an agreed

standard at a predetermined time. These trainees in turn will be responsible for delivering a high

quality police service to all the people of Northern Ireland.”

26

The Police Service of Northern Ireland outsourced the recruitment function for the provision of

police trainees in 2001, implementing, the recommendations relating to recruitment contained in the

Report of the Independent Commission on Policing in Northern Ireland, published in 1999. For ease

of reference, these were:

Recommendation 117: “the police should contract out the recruitment of both police

officers and civilians into the police service. There should be lay involvement, including

community representatives, on recruitment panels.”

Recommendation 118: “the recruitment agency should advertise imaginatively and

persistently, particularly in places likely to reach groups who are under-represented in the

police.”

Recommendation 119: “the agency should advertise beyond Northern Ireland, in the rest of

the United Kingdom and Republic of Ireland.”

Recommendation 120: “all candidates for the police service should continue to be required

to reach a specified standard of merit in the selection procedure. Candidates reaching this

standard should then enter a pool from which the required number of recruits can be

drawn.”

Recommendation 121: “an equal number of Protestants and Catholics should be drawn

from the pool of qualified candidates.”

Recommendation 124: “the recruitment process should be reduced to no more than six

months.”

Recommendation 128: “lateral entry of experienced officers from other police services, and

secondments or recruitment from non-police organisations, should be actively encouraged.”

These recommendations were primarily to address historic compositional imbalance within the Royal

Ulster Constabulary, and therefore to create a police service which is more representative of, and

more acceptable to, the community as a whole in Northern Ireland.

The Government’s temporary provisions regarding compositional appointment of regular officers

(50/50) were withdrawn in March 2011, by which time the PSNI had appointed over 4,200 student

officers and achieved the 30% target representation of Catholic officers set.

Assessment of Need

The recommendation of the Report of the Independent Commission on Policing that the police

should contract out the recruitment of police officers into the police service was subsequently

enshrined in legislation and therefore the PSNI has tendered and awarded three separate contract

terms for the provision of police officer recruitment to date.

The contracts have been awarded to Deloitte on each occasion, and the recruitment process is in two

stages: an Initial Selection Test (IST), which is a shortlisting mechanism using critical reasoning, and

an Assessment Centre, which is a range of interactive exercises (such as role plays).

27

Candidates who attain the required standard in the Assessment Centre are placed on a merit list,

which is then transferred to the PSNI. The PSNI are responsible for managing a further 5 pre-

appointment stages – these are medical, vetting, substance misuse, physical competence and on-line

learning). Candidates who pass all stages, and are within the appointable band corresponding to the

number of places required, are offered an appointment.

Intakes of Student Officers, currently take place every 5 weeks, and the training programme is 22 weeks duration in total.

The Police Service of Northern Ireland considered alternative measures to address continuing wastage and maintain operational capacity and capability as there was no mechanism in place to recruit Police Officers post March 2011, until the new procurement process was awarded in 2013,

Accordingly, approval was given by the Senior Executive Team to design and deliver “Transferee processes” for experienced officers at Constable Rank in the UK and Republic of Ireland, to permanently transfer officers to the PSNI.

Two competitions were subsequently administered, the first in 2011 and the latter in 2013, delivering 57 and 33 officers respectively

Current Competitions

There are two ongoing recruitment campaigns. Campaign One was advertised in September 2013 and attracted 7493 applications. Campaign Two commenced in March 2014, was advertised in May 2014. A total of 5856 applications were received. Campaign Two is currently at Assessment Centre stage with the merit list from Deloitte anticipated in December 2014.

The applicant figures can be influenced by a number of external and/or prevailing circumstances. These include, but are not limited to:

uncertainty over sustainability of future job opportunities subsequent to budget cuts;

perception of impact of recruitment in the post Patten era;

prevailing security situation and threat levels;

absence of open support for the police recruitment process;

reduction in starting salary for Campaign Two; and

two campaigns administered within a short timescale.

Campaign One

From Police Recruitment Campaign One, advertised in 2013, there have been seven Police Officer

Intakes to date, with a total of 229 appointments of Student Officers to date. Feedback on the quality

and standard of candidates from the Police College has been very positive.

The merit list has produced 743 successful candidates. It is expected that up to approximately 50%

of successful candidates will not attend or will fail one or more of the five PSNI assessment stages

which includes:

28

physical Competency Assessment;

vetting;

substance Misuse;

medical; and

on-line Learning.

This should still allow for the original requirement of 378 appointments over the current financial

year, subject to affordability and sustainability in the face of budgetary cuts. PSNI is unable to predict

how candidates will perform at these stages and, therefore the ‘attrition rate’ will determine how

many appointments can actually be made.

Campaign Two

With the merit list for Campaign Two expected by mid-December 2014, initial appointments may be made in spring 2015. This will be against the original requirement of 378 over the 2015/16 financial year (to meet the agreed Medium Term Resource Plan).

The requirement for a level 1 certificate in IT was dropped for the second campaign. Candidates will be tested on IT competence as part of the practical exercises within the Assessment Centre phase.

The PSNI originally intended to make 378 appointments from Campaign One, over the 2014/15 financial year and 378 from the Campaign Two over the 2015/16 financial year. However the cuts to the PSNI budget, amounting to approximately £100m in the 2014/15 year alone, are expected to significantly reduce the number of Student Officer appointments going forward.

Outreach

As a result of the Patten recommendations, the PSNI recruitment processes from 2001 to 2010 did

not include formal qualifications as an eligibility criterion. This was to create the widest pool of

eligible applicants, thereby maximizing the opportunity for applications from the Catholic community

to enable the 50/50 appointment process. Without this rule, the PSNI could not have attracted the

volume of applications necessary to address historic compositional imbalance and turn Patten’s

vision into reality. However, it also presented a variety of issues for the Police College in relation to

some individual cases. For all Recruitment Campaigns under the new contract, candidates must meet

the minimum standard of 5 GCSEs or equivalent.

The PSNI reached the 30% target for appointments from the Catholic community in 2011,

corresponding with the withdrawal of the Government ‘50/50’ legislation and the beginning of the

economic downturn. As a result, no police recruitment processes ran between 2010 and 2013. Prior

to recruitment resuming in 2013, the PSNI reviewed the criteria. The Recruitment Project Board

agreed to implement a minimal educational standard of 5 GCSEs, and a level 1 computer literacy

qualification, for the new campaign. The educational standards do not appear to have had any

significant impact on applicant numbers to date, as detailed.

29

Competitions 1 – 18 - Numbers of Applicants under the 50/50 Legislation

Applicants Date Advertised

Comp 1 7518 March 2001

Comp 2 4915 September 2001

Comp 3 4674 March 2002

Comp 4 4410 September 2002

Comp 5 6044 March 2003

Comp 6 5419 September 2003

Comp 7 4977 March 2004

Comp 8 5695 September 2004

Comp 9 6106 March 2005

Comp 10 7690 September 2005

Comp 11 7859 March 2006

Comp 12 7734 September 2006

Comp 13 7418 June 2007

Comp 14 8363 March 2008

Comp 15 9825 March 2009

Comp 16 8987 January 2010

Comp 17 7493 September 2013

Comp 18 5856 May 2014

Total 120983

To support the Patten Report Recommendation for PSNI to be representative of the community that it serves, an Outreach programme has been designed and delivered to increase the number of applications from under represented communities. This programme focused on the following under-represented groups:

Young People;

Catholic community; and

Females.

Consideration was also given to a further two categories agreed with the Northern Ireland Policing Board, namely:

Districts F and G – ‘West of the Bann’; and

Areas of Social Deprivation.

30

The media and advertising campaign was mapped around the lifestyle and activities of these groups,

with most promotional work taking place on-line and through social media. ‘Familiarisation Sessions’

took place in a number of geographical areas of under-representation in advance of campaign

launches. This was aimed at encouraging those who would not normally consider a career in policing

to find out more about the role and the opportunity. The first series of sessions also had an input

from the Physical Training Instructors on the fitness test, including an opportunity to try the ‘push-

pull’ machine.

Running parallel to this was a layer of stakeholder engagement, including:

Northern Ireland Policing Board – through the Recruitment Working Group;

Church Leaders – through the then ACC Rural;

Local politicians and community leaders – through local District Commanders.

There are a number of key performance indicators in the Police Recruitment Contract detailed in the

table below which the service provider must attain. It should be noted that the metrics agreed are an

average over the whole contract term.

Actions are reviewed and revised in advance of each campaign, in consultation with PSNI Policing

with the Community Branch (PwC) and Northern Ireland Policing Board (NIPB). The approach to each

competition, including outreach and advertising, was agreed with PwC through the Recruitment

Steering Group, and the NIPB through the Recruitment Working Group. The process will be revisited

again in advance of Campaign 3, (if this recruitment campaign is initiated). There is clear evidence

that the outreach and media advertising are reaching the target audience, there are also other

‘external’ political and socio economic influencing factors at play over which neither PSNI nor the

contract provider have any control.

Contract Requirement

Performance Measure Metric Performance in Campaign 1

Performance in Campaign 2

Outreach / Advertising

Proportion of Roman Catholics applying

35% (average to be achieved over term of recruitment contract)

30.6% 29.3%

Proportion of women applying

30% (average to be achieved over term of recruitment contract)

35.2% 35.5%

Proportion of young people (aged 18-24) applying

40% (average to be achieved over term of recruitment contract)

47.1% 43.8%

Proportion of applications from F District area

>10% (average to be achieved over term of recruitment contract)

7.6% 6.6%

Proportion of applications from G District area

>10% (average to be achieved over term of recruitment contract)

8.9% 7.9%

31

Police Promotion Process

In 2012/13, based on the Human Resources Distribution Plan of 6963, significant gaps emerged for management ranks within the PSNI Policing Structure. The number of officers temporarily promoted at operational ranks at 21 August 2013 comprised 58 temporary Inspectors and 142 temporary Sergeants. There are many reasons why local management decide on a temporary promotion in a particular case. These figures are therefore purely illustrative and are indicative of the requirement to substantively fill resourcing gaps at management level.

After a review of the potential organisational and operational impact, the Service Executive Team endorsed a promotion programme for all Police Officer Ranks within PSNI. A Strategic Promotion and Examinations Board was established from key business areas, co-chaired by two ACCs, as oversight body to ensure that all promotion processes supported the following approach:

defining and delivering standards;

promoting representativeness;

involving local management in decision making;

minimising operational impact; and

ensuring value for money.

The promotion competitions were established, invoking high levels of eligibility criteria which included discipline, attendance and performance standards.

Defining requirements

The position on vacancies as at 31 July 2013, at each rank, was as follows:

Rank Current Vacancies

% of Rank Establishment1

Assistant Chief Constable

1 16.67

Chief Superintendent 0 0.00

Superintendent 10 20.83

Chief Inspector 13 16.25

Inspector 3 0.94

Sergeant 51 5.11

Constable 35

Grand Total 113

1. Relates to each individual rank

32

Whilst it was not preferable to consider the promotion position for a single year, this was necessary

due to the financial position and the pending consideration of the PSNI Resilience Review. As a

consequence of this uncertainty, flexibility to respond to future changes was critical. For

comparison purposes, the figures required to maintain the current actual posts at each rank have

been included in the tables at Annex B below.

FTE (Headcount)

2013/2014 1 2 12 26 31 87 192 6790 (6839)

2014/2015 1 4 9 31 92 205 6953 (7002)

2015/2016 1 3 6 20 59 216 6953 (7002)

2016/2017 1 3 6 21 62 224 6953 (7002)

FTE (Headcount)

2013/2014 1 2 12 26 29 79 192 6748 (6797)

2014/2015 0 0 1 2 11 34 205 6643 (6692)

2015/2016 0 1 3 6 20 59 216 6643 (6692)

2016/2017 0 1 3 6 21 62 224 6643 (6692)

Sergt Wastage31 March Strength

Annex B1 - Maintain MTRP

Annex B2 - Recruit 100 (2014/15) then maintain strength

Projected Promotions - Maintain Rank Ratios

Year ACPO Ch Supt Supt Ch Insp Insp

Projected Promotions - Maintain Rank Ratios

31 March StrengthYear ACPO Ch Supt Supt Ch Insp Insp Sergt Wastage

The figure of 6953 in Annex B1 above includes the main grant and security funded posts only and excludes the externally funded posts of which there were 10 but now there are currently 7.

The Strategic Promotions and Examinations Board considered the projected wastage rates for each year. For the purposes of clarity, the projected need for each rank (MTRP & recruitment of 100 in 2014/15) as set out in the tables at Annexes B1 and B2 above, also reflects the consequence of filling the vacancies in the ranks above. As always the projections at the higher ranks (ACPO and Chief Superintendent) are based on small numbers and are therefore more susceptible to the exercise of an individual’s personal choice. Due to the time that has elapsed since the last competitions, there was no requirement to set a period of service in rank.

The existing financial uncertainty makes decision making problematic in terms of defining requirements at the various ranks for the short and longer terms. Against that background defining the position on future officer numbers based on a reducing headcount, is difficult due to the current financial uncertainty and the Resilience Review.

33

PSNI has previously faced challenges, including Judicial Reviews within the implementation of previous promotion processes. It has therefore been essential to design and deliver robust assessment processes which not only identified the best candidates but which could withstand intense scrutiny and legal challenge.

Extensive research and analysis was performed to devise the assessment material and best practice was adapted to brief and advise potential candidates of the assessment procedures and corporate standards for the management roles going forward.

The senior officer promotion processes, from Chief Superintendent to Chief Inspector, invited applications from forces in England, Scotland and Wales. The Chief Superintendent promotion process commenced in December 2013 and delivered 6 successful candidates in February 2014 (33 %of applicants) from an eligible pool of 48 and 18 applications (37½%).

The Superintendent promotion process assessments were launched in November 2013 and delivered 15 successful candidates in December 2013 (33% of applicants) from an eligible pool of 66 and 45 applications (68%).

A Chief Inspector promotion process was administered in 2014 with assessments taking place in May 2014. The eligible pool was 309 internal candidates. Of the 125 candidates who registered for the competition, 39 were identified as successful and of these, 3 were external applicants. 17 withdrew during the process.

In keeping with the Police Service of Northern Ireland (Promotion) Regulations 2008, a pre-condition within the Sergeant and Inspector Promotion Processes, the PSNI is legislatively required to administer a law and procedure exam as the first stage of the promotion process. To facilitate the design of a Study Guide and subsequent Study period, the promotion processes for Sergeant and Inspectors were launched in April 2014.

Within the Inspector promotion process, there was an eligible pool of 913 officers. 382 officers applied and 27 subsequently withdrew. 181 officers, including those who already held OSPRE Part 1, will progress to Stage 3 of the process.

Within the Sergeant Promotion process, there was an eligible pool of 5403 officers and 2060 applied (782 subsequently withdrew). Reasons for withdrawal were cited as overtime working, work commitments, lack of study time and the effect of study on work/life balance. 1042 officers sat the exam on 20 September 2014 at various geographical locations throughout Northern Ireland of which 570 candidates passed. 755 will proceed to the final stage 3 of this process including 185 officers who already held Part 1 OSPRE.

Within the Sergeant Promotion process, 1042 officers sat the exam on 20 September 2014 at various geographical locations throughout Northern Ireland of which 570 candidates passed.

The final stage of both these processes is due to take place in February and March 2015 respectively.

34

Please see below analysis of previous promotion processes within PSNI.

Year Promotion Advertised Number of Applicants

Number successful

2014 Chief Inspector 125 39

2013 Superintendent 45 15

Chief Superintendent 19 6

2010 Superintendent 90 22

Chief Inspector 30

Withdrawn 01.07.10

2009 Superintendent 52 2

2008 Chief Inspector 191 40

2007 Superintendent 28 13

2006 Chief Inspector 184 50

2008 Sgt Ospre 1 440 133

Sgt Ospre 2 156 149

Insp Ospre 1 156 88

Insp Ospre 2 76 70

2007 Sgt Ospre 1 513 166

Sgt Ospre 2 212 195

Insp Ospre 1 156 66

Insp Ospre 2 89 78

2006 Sgt Ospre 1 358 108

Sgt Ospre 2 141 72

Insp Ospre 1 114 48

Insp Ospre 2 71 35

High Potential Development Scheme (HPDS Scheme)

The High Potential Development Scheme (HPDS) provides a structured route to some of the most senior positions in the PSNI. It identifies individuals with the potential to lead and ensures they develop the skills to fulfill their promise.

For a number of years the PSNI has supported up to two officers to go through to the national assessment process for HPDS and to date we have been successful each year in having at least one officer accepted on to the scheme. As 2014 is likely to be the last intake onto the scheme within its current construct and the PSNI is mindful that PSNI may not have immediate access to the replacement scheme if Winsor is not implemented here at the same pace as England & Wales, the PSNI took the decision to increase the number of officers supported to 6.

35

As in previous years the PSNI put in place its own selection criteria and process to identify those that will be supported in going forward. To have been eligible to enter the process the PSNI determined that applicants must be assessed in the 2012/13 Individual Performance Review as 'Above & Beyond'.

In December 2014, 6 HPDS candidates are being interviewed, 4 for the rank of Inspector and 2 for the rank of Sergeant.

Fast Track Programme

This is the new talent management programme developed by the College of Policing. The Fast Track programme can take serving Constables to the rank of Inspector in two years.

It is anticipated that PSNI will avail of the Fast Track (Constable to Inspector) Programme for future campaigns.

36

SECTION 7 - TOTAL REWARD

POLICE OFFICER TERMS AND CONDITIONS

The terms and conditions of all ranks of Police Officers are enshrined within the Police Service of

Northern Ireland Regulations 2005 and associated Determinations and the Police Service of Northern

Ireland Reserve (Part-Time) Regulations 2004.

COMPETENCY RELATED THRESHOLD PAYMENTS (CRTP)

The Home Office introduced the Competency Related Threshold Payment (CRTP) scheme to the

Police Service on the 24 October 2002. The scheme had been agreed for national application within

the police service.

The aim of the scheme is to recognise and reward experienced police officers from Constable up to

and including Chief Inspector rank who have completed at least 1 year at the top of their respective

pay-scale and who perform to acceptable standards in all of the twelve criteria across four areas

referred to as National Standards as follows:

a) Professional competence and results;

b) Commitment to the job;

c) Relations with the public and colleagues;

d) Willingness to learn and adjust to new circumstances.

With effect from 1 May 2008, officers in receipt of a competence-related threshold payment when

substantively promoted from the rank of Constable to Sergeant, and from Inspector to Chief

Inspector are guaranteed a minimum increase in salary on promotion of £450 per annum. This

increase will be paid until the officer receives his/her first increment in the new rank.

The Police Federation for Northern Ireland (PFNI) provided evidence based arguments to their

Central Committee following the threat to abolish CRTP. The Committee gave their unanimous

support for their PNB representatives to accept their proposal to retain the allowance.

On 1 May 2014 the full (UK) PNB meeting the Police Negotiating Board formally endorsed the

agreement to retain the allowance. It was also agreed that during the period 1 April 2018 – 31st

March 2019 a review would be carried out by the Police Pay Remuneration Review Body. The Justice

Minister has requested that the review is completed for the September 2018 pay settlement.

With effect from 1 September 2013 the pensionable and taxable allowance equates to £1224 per

annum.

37

NORTHERN IRELAND TRANSITIONAL ALLOWANCE (NITA)

Historically, the police staff associations had put forward a claim in 1972 for the payment of an

allowance to police officers for the dangers to which they were exposed. That initial claim did not

succeed.

The matter was reconsidered in 1974, and the Police Council agreed to a Special Duty Allowance of

£183 per annum for all ranks up to and including Chief Superintendent in recognition of the ‘special

difficulties’ faced by the Royal Ulster Constabulary (RUC) officers at the time.

The allowance took account of the extraordinary circumstances facing police officers in Northern

Ireland and the special difficulties which service in the RUC entailed for them and for their families.

The Special Duty Allowance has been in payment on that basis ever since.

In Dec 2005 Shaun Woodward MP, the Parliamentary Under Secretary of State for Northern Ireland

notified the PSNI, the NIPB and the PSNI’s staff associations that he and the Secretary of State had

decided to initiate a review, in the context of the process of normalisation, of the Special Duty

Allowance (now renamed the Northern Ireland Transitional Allowance (NITA)) paid to members of

the PSNI.

The review was sponsored by the NIO and undertaken by Mark Baker, formerly Deputy Independent

Chair of the Police Negotiating Board. The Baker Report concluded that:

‘The successful completion of the current programme of security normalisation and

participation by all the major political parties in the NIPB are necessary preconditions of any

further reduction in the NITA. However such a reduction would need to be justified by

significant reductions in attacks and threats against the police. It further stated that the NITA

allowance should not be withdrawn completely until after the devolution of policing and

judicial matters to the NI democratic institutions, the completion of the post-Patten changes

and changes in other key factors differentiating policing in the Province from policing in Great

Britain’.

The report concluded by recommending that any reductions from the present level of the allowance

should be reversed if systematic terrorist attacks on the police like those of the past were to resume.

The NITA allowance is taxable, non-pensionable, does not count for overtime, and increases each

year in line with the general salary increase agreed by PNB.

With effect from 1st September 2014 the allowance is set at a rate of £3132 per annum.

38

ALLOWANCES

The following table details allowances payable to police officers in the PSNI and also provides details

if the allowances are paid during periods of non-effectiveness:

ALLOWANCE

SICK LEAVE ON

FULL PAY

PAID

MATERNITY

LEAVE

UNPAID

MATERNITY

LEAVE

SUSPENSION

UNPAID

LEAVE

Excess mileage 1 month 1 month No No No

NITA allowance Duration Duration Duration Duration No

Housing

emolument

Duration Duration No* Duration No

Dog Handler’s Duration** Yes** Yes** Yes** No

Instructor’s 1 month 1 month No No No

Telephone

rental

1 month 1 month No No No

NI Inspector’s

supplement

Duration Duration No Duration No

Essential users 1 month full

3 months half

No No No No

Motor vehicle

Chief Officers

1 month full

3 months half

No No No No

Temporary

salary

No No No No No

CRTP Yes Yes No No No

* serving spouse may claim the additional entitlement ** if they retain the animal

Other allowances which may be claimed by Police Officers who meet the criteria for entitlement are:

On-call allowance and Standby allowance;

Hardship allowance;

Accommodation Expenses;

Travel Expenses;

Detached Duty Allowance; and

Detective’s individual items of expenditure.

39

The number of officers currently in receipt of allowances is as follows:

ALLOWANCE Number of officers in

receipt

Excess mileage 560

NITA allowance 6779

Housing emolument 2294

Dog Handler’s

34

Instructor’s

127

Telephone rental 31

NI Inspector’s supplement 127

Essential users 422

Motor vehicle Chief Officers 8

CRTP

3183

40

SECTION 8 - APPENDICES APPENDIX 1

Generic Constable

Role Profile

Core Responsibilities

Activities The role holder should effectively deliver these key requirements:

Health, Safety and Welfare

Provide first aid - 207

Identify the nature of illness or injury and provide the necessary first aid treatment in accordance with approved procedures.

Personal Responsibility Complete administration procedures - 216

Ensure that all matters relating to the process of information are carried out in a prompt, efficient manner and in accordance with legislation, policy and procedure.

Comply with Health and Safety legislation - 206

Ensure that you show a duty of care and take appropriate action to comply with Health and Safety requirements at all times.

Contribute to and maintain the police commitment to national security - 789

Contribute to and maintain the police service commitment to national security. Taking personal responsibility for maintaining awareness and understanding of the terrorist threat.

Maintain standards for the management of information - 660

Maintain personal responsibility for collection, recording, evaluation, information sharing, review, retention and disposal of information in compliance with codes of practice and Guidance in the Management of Information, information security policy, procedures and legislation.

Maintain standards of professional practice - 217

Ensure your behaviour complies with organisational values and organise your own work effectively to meet the demands of your role. Identify, implement and monitor development activities to enhance your own performance.

Make best use of technology - 242

Make best use of technology in support of your role, ensuring correct operation and compliance with organisational and legal requirements.

Promote equality, diversity and Human Rights in working practices - 141

Promote equality, diversity and Human Rights in working practices by developing and maintaining positive working relationships, ensuring that colleagues are treated fairly and contributing to developing equality of opportunity in working practices.

Provide an effective response recognising the needs of all communities - 127

Build and maintain community relations by providing a service that is responsive to the needs of all communities and by ensuring that those affected by crime receive a fair and non-discriminatory service.

Work as part of a team - 224

Work co-operatively with team members and colleagues, contributing positively and constructively to the achievement of team and organisational objectives.

Community Safety Adopt a problem solving approach to community issues - 131

Identify with the community partners and other agencies to solve community problems in accordance with the relevant legislation policy procedures and partnership agreements.

41

Intelligence Use information/intelligence to support policing objectives - 57

Use information/intelligence to support the achievement of community safety and crime reduction objectives. Ensure that intelligence is used ethically and in accordance with the relevant legislation, policy, protocols and codes and practice.

Behaviour Area Behaviour

Leading People Effective communication - B

Communicates all needs, instructions and decisions clearly. Adapts the style of communication to meet the needs of the audience. Checks for understanding.

Teamworking - C

Works effectively as a team member and helps build relationships within it. Actively helps and supports others to achieve team goals.

Leading the Organisation

Problem Solving - C

Gathers enough relevant information to understand specific issues and events. Uses information to identify problems and draw logical conclusions. Makes good decisions.

Community and Customer Focus - C

Provides a high level of service to customers. Maintains contact with customers, works out what they need and responds to them.

Leading the Way Respect for Race and Diversity - A

Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people, treating them with dignity and respect at all times. Understands and is sensitive to social, cultural and racial differences.

Personal Qualities & Values

Personal Responsibility - B

Takes personal responsibility for own actions and for sorting out issues or problems that arise. Is focused on achieving results to required standards and developing skills and knowledge.

Resilience - A

Shows reliability and resilience in difficult circumstances. Remains calm and confident, and responds logically and decisively in difficult situations.

42

APPENDIX 2

43

APPENDIX 3

44

45

46

APPENDIX 4

47

48

APPENDIX 5

PSNI RESPONSE TO MINISTER RE IMPLEMENTATION OF WINSOR REFORMS

49

APPENDIX 6

PROJECTED PSNI SAVINGS OVER 5 YEARS FROM WINSOR REFORM

Rank Affected Description Financial breakdown/ass

umptions

Apr 14 - Mar 15

£m

Apr 15 - Mar 16

£m

Apr 16 - Mar 17

£m

Apr 17 - Mar 18

£m

Apr 18 - Mar 19

£m

TOTAL £m

All Ranks Maternity Entitlement

Apply also to adoption leave etc. Implementation awaiting agreement in PNB circular

-0.5 -0.5 -0.5 -0.5 -0.5 -2.5

Federated New recruit trainees start at £19k salary. Move to point 1 on payscale when attested

Assumed effective for new recruits joining 1/04/2015

0.0 0.5 1.2 2.7 3.6 8.0

Federated Abolition of Special Priority Payments

Abolish effective 1/1/2014

4.8 4.8 4.9 5.0 5.1 24.6

Federated Retain CRTP as is - link to IPR process. Carry out a comprehensive review Apr 18-Mar 19 and implement any associated changes Apr 19

-0.4 -0.8 -1.2 -1.5 -1.9 -5.8

Federated Overtime - reduce notice period to 3 days for double time

effective 1/12/2014

0.1 0.3 0.3 0.3 0.3 1.3

Superintending Remove post related allowance (PRA)

effective 1/4/2014

0.1 0.1 0.1 0.1 0.1 0.5

Superintending Migrate onto new payscales

effective 1/4/2014

-0.05 -0.01 0.00 0.00 0.00 -0.06

Superintending Abolish double increments

effective 1/4/2014

0.0 0.0 0.0 0.0 0.0 0.0

Superintending Abolish bonus scheme

effective 1/4/2014

0.0 0.0 0.0 0.0 0.0 0.0

Superintending Abolish bonus scheme

effective 1/4/2014

0.1 0.1 0.1 0.1 0.1 0.5

Federated Introduction of revised payscales

Move to new payscales on 3 year phased basis beginning Apr 15

0.0 -0.7 -2.0 -3.3 -2.1 -8.1

Federated On call allowances move to £15 flat rate, with £23 for public holidays effective 01/09/2014

-0.4 -1.1 -1.1 -1.1 -1.1 -4.8

All Ranks Motor vehicle rates - align to NICS

0.45p p/mile eff 1/7/14

0.4 0.6 0.6 0.6 0.6 2.8

4.2 3.3 2.4 2.4 4.2 16.4

16.4

50

APPENDIX 7

POLICING POLICY AND STRATEGY DIVISION CIRCULAR 6/2014

PPSD 6/2014 Date of Issue: 5 June 2014

THIS CIRCULAR contains the Minister’s formal approval to implement agreements

reached at PNB with regard to certain reforms in the PSNI pay structure.

FROM: Policing Human Resources Branch, DoJ

IMPLEMENTATION DATE: Immediate

EXPIRY DATE: N/A

THIS CANCELS: N/A

FOR MORE INFORMATION or FURTHER COPIES OF THIS CIRCULAR PLEASE CONTACT:

Walter Myles

Policing Policy and Strategy Division

Department of Justice

Block A

Level 4

Castle Buildings Telephone: 028 9052 8696

Stormont Estate Fax: 028 9052 0063

BELFAST BT4 3SG E - mail: Walter.Myles@dojni.x.gsi.gov.uk

THIS CIRCULAR IS ADDRESSED TO: The Chief Constable, PSNI

COPIES ARE BEING SENT TO:

Northern Ireland Policing Board

Chief Police Officers’ Staff Association

Superintendents’ Association (NI)

Police Federation (NI)

Director Human Resources, PSNI

Dear Chief Constable

Minister’s Approval to Apply Agreements Reached at the PNB for PSNI

Following detailed discussions at the Police Negotiating Board, the Official and Staff Sides of PNB

reached agreement on a number of reforms in the terms and conditions in the PSNI.

The Minister has agreed that these revised provisions should be implemented in the Police

Service of Northern Ireland as soon as possible.

This circular is being issued to provide clarity with regard to the payment of certain additional

awards within the PSNI pay structures. It is anticipated that the changes are already underway.

Where Regulations or Determinations need to be revised they will be issued as soon as possible.

MEMORANDUM

REFORMS FOR IMMEDIATE IMPLEMENTATION BY PSNI

1. Pay Progression - Appraisal

At the PNB in January it was agreed that all pay progression in the PSNI would be more

closely tied to an appraisal system through the ranks.

The Minister has agreed that pay progression should be closely aligned to appraisal and it

is important that the PSNI and Policing Board ensure that adequate systems are in place.

2. Abolish double increments

PNB agreed that from April 2014 access to double incremental pay progression is to be

removed at all ranks. The Minister has given his authority to apply that agreement in the

PSNI.

3. Bonus schemes

Agreement was reached at PNB that, from April 2014, the bonus schemes payable to

chief officers and superintending ranks within the PSNI are to be closed. The Minister

has given his authority to implement that agreement in the PSNI.

4. Closure of the Special Priority Payment Scheme

Authority to make payments under the Special Priority Payment Scheme is granted under

Part 3 of Determination T linked to Regulation 33 Schedule 3 of the PSNI Regulations

2005. With the agreement of Staff Side, PNB agreed that the scheme should be closed

effective from January 2014.

The Minister has given his authority to close the Special Priority Payment Scheme with

effect from January 2014.

5. Post Related Allowance/Chief Superintendents’ Pay

PNB agreed that the Post-related Allowance (PRA) currently payable to some chief

superintendents’ posts should be closed.

The Minister has given his authority to close the PRA scheme timed to coincide with the

introduction of a new pay scale for chief superintendents from April 2014.

Access to the PRA scheme is provided by Part 5 of Determination T linked to Regulation

33 Schedule 3 of the PSNI Regulations 2005. This part of the Determination will be

amended to reflect this change.

APPENDIX 8

POLICING POLICY AND STRATEGY DIVISION CIRCULAR 8/2014

PPSD 8/2014 Date of Issue: 21 August

2014

THIS CIRCULAR contains the Minister’s formal approval to implement agreements

reached at PNB with regard to revised pay scales in the PSNI.

FROM: Policing Human Resources Branch,

DoJ

IMPLEMENTATION DATE: Immediate

EXPIRY DATE: N/A

THIS CANCELS: N/A

FOR MORE INFORMATION or FURTHER COPIES OF THIS CIRCULAR PLEASE CONTACT:

Policing Policy and Strategy Division

Department of Justice

Block A

Level 4

Castle Buildings Telephone: 028 9052 8696

Stormont Estate Fax: 028 9052 0063

BELFAST BT4 3SG E - mail:

Walter.Myles@dojni.x.gsi.gov.uk

THIS CIRCULAR IS ADDRESSED TO: The Chief Constable, PSNI

COPIES ARE BEING SENT TO:

Northern Ireland Policing Board

Chief Police Officers’ Staff

Association

Superintendents’ Association (NI)

Police Federation (NI)

Director Human Resources, PSNI

Dear Chief Constable

Minister’s Approval to Apply Pay Agreements Reached at the PNB for PSNI

Following discussions at the Police Negotiating Board, the Official and Staff Sides of PNB

reached agreement on revised pay scales in the PSNI to apply a 1% increase to all pay points.

This circular incorporates the revised scales and points across all ranks which are applicable

from 1 September 2014.

54

PNB Circular 2014/22 (Advisory)

POLICE NEGOTIATING BOARD

Independent Secretary:

Bill Blase

Office of Manpower Economics

Victoria House

Southampton Row

LONDON WC1B 4AD

POLICE NEGOTIATING BOARD AGREEMENT

1. The Official and Staff Sides of PNB have reached agreement on the pay of police

officers serving in the Police Service of Northern Ireland (PSNI).

Details of the revised scales are set out in the attached memorandum and

annexes.

2. This PNB circular remains advisory until specific approval of the Minister of Justice

in Northern Ireland has been given and does not confer authority* to implement

the agreement. Once approval has been given, it will be promulgated in a circular

from the Department of Justice in Northern Ireland. In due course, the relevant

Minister will make formal determinations.

3. Any enquiries about this circular should be addressed to the Independent Secretariat at the Office of Manpower Economics 020 7271 0472, to the Official

Side Secretary 020 7187 7341 or the Staff Side Secretary 01372 352003/4.

Enquiries to the Independent Secretariat relating to the interpretation of this

circular should be made in writing.

21 August 2014

* PNB Circulars form a single numerical series. Those which in themselves provide

authority to implement an agreement carry the serial number alone, while those which

are advisory are designated as such after the serial number.

MEMORANDUM

The Sides have reached agreement on the following pay scales for officers serving in the

PSNI:

PSNI CONSTABLE/TRAINEE PAY SCALE

Pay point With effect from 1.9.2013 With effect from 1.9.2014

On commencing service as

PSNI trainee

£23,493 £23,727

On commencing service as

probationary PSNI

constable

£26,223 £26,484

2 £27,747 (a) £28,023 (a)

3 £29,439 £29,733

4 £30,366 £30,669

5 £31,341 £31,653

6 £32,235 £32,556

7 £33,030 £33,360

8 £34,092 £34,434

9 £36,153 £36,516

10 £36,885 (b) £37,254 (b)

(a) All officers move to this salary point on completion of two years’ satisfactory

service as a constable.

(b) Officers in the PSNI who have been on this point for a year will have access to the

competence related threshold payment

PAY SCALE FOR TRAINEES/CONSTABLES RECRUITED AFTER 1 SEPTEMBER 2014

Pay point With effect from 1.9.2014

On commencing service as a PSNI trainee £19,191 (a)

On commencing service as a probationary

PSNI constable

£22,443 (b)

2 £23,460

3 £24,483

4 £25,503

5 £27,543

6 £31,653

7 £37,254

(a) All trainees enter at point 0 and remain on point 0 until attestation/graduation.

(b) At attestation/graduation trainees become constables and move on to point 1.

PSNI SERGEANT PAY SCALE

Pay point With effect from

1.9.2013

With effect from

1.9.2014

With effect from

1.4.2015

0 £36,885 (a) £37,254

1 £38,145 (b) £38,526 (b) £38,526 (d)

2 £39,426 £39,819 £39,819

3 £40,266 £40,668 £40,668

4 £41,451 (c) £41,865 (c) £41,865 (e)

(a) current entry point for officers promoted from constables’ pay point 9 or less.

(b) Current entry point for officers promoted from constables’ pay point 10.

(c) Sergeants in the PSNI who have been on this point for a year will have access to the

competence related threshold payment

(d) New entry point for officers promoted from constable from 1 April 2015

(e) Sergeants in the PSNI who have been on this point for a year will have access to the

competence related threshold payment.

PSNI INSPECTOR PAY SCALE

Pay point With effect from 1.9.2013 With effect from 1.9.2014

0 £47,256 £47,730

1 £48,588 £49,074

2 £49,923 £50,421

3 £51,258 (a) £51,771 (a)

(a) Inspectors in the PSNI who have been on this point for a year will have access to the

competence related threshold payment.

PSNI CHIEF INSPECTOR PAY SCALE

Pay point With effect from 1.9.2013 With effect from 1.9.2014

1 £52,308 £52,830

2 £53,358 £53,892

3 £54,459 (a) £55,005 (a)

(a) Chief Inspectors in the PSNI who have been on this point for a year will have access

to the competence related threshold payment.

PSNI SUPERINTENDENTS’ PAY SCALE

Pay point With effect from

1.9.2013

With effect from

1.4.2014

With effect from

1.9.2014

1 £62,922 £62,922 £63,552

2 £65,517 £66,210 £66,873

3 £68,112 £69,669 £70,365

4 £70,716 £74,322 £75,066

5 £73,311

PSNI CHIEF SUPERINTENDENT PAY SCALE

Pay point With effect from

1.9.2013

With effect from

1.4.2014

With effect from

1.9.2014

1 £75,138 £77,988 £78,768

2 £77,274 £80,628 £81,435

3 £79,422 £82,272 £83,094

In addition

Senior Officers

With effect from 1.9.2014

Chief Constable - £197,439

Deputy Chief Constable - £160,416

Assistant Chief Constables

1. Removed 1 June 2014

2 £95,640

3 £98,727

4. £101,805

5. £104,895

6. £107,976

APPENDIX 9

POLICING POLICY AND STRATEGY DIVISION CIRCULAR 9/2014

PPSD 9/2014 Date of Issue: 3 July 2014

THIS CIRCULAR contains the Minister’s formal approval to implement agreements

reached at PNB with regard to allowances payable in PSNI.

FROM: Policing Human Resources Branch, DoJ

IMPLEMENTATION DATE: Immediate

EXPIRY DATE: N/A

THIS CANCELS: the previous Determination T

FOR MORE INFORMATION or FURTHER COPIES OF THIS CIRCULAR PLEASE CONTACT:

Walter Myles

Policing Policy and Strategy Division

Department of Justice

Block A

Level 4

Castle Buildings Telephone: 028 9052 8696

Stormont Estate Fax: 028 9052 0063

BELFAST BT4 3SG E - mail: Walter.Myles@dojni.x.gsi.gov.uk

THIS CIRCULAR IS ADDRESSED TO: The Chief Constable, PSNI

COPIES ARE BEING SENT TO:

Northern Ireland Policing Board

Chief Police Officers’ Staff Association

Superintendents’ Association (NI)

Police Federation (NI)

Director Human Resources, PSNI

Dear Chief Constable

Minister’s Approval to Apply Agreements Reached at the PNB for PSNI

Following detailed discussions at the Police Negotiating Board, the Official and Staff Sides of PNB

reached agreement on the payment of certain allowances in the PSNI.

Following consultation with interested parties, this circular is issued to provide clarity with regard

to the allowances payable under Regulation 33 of the PSNI Regulations 2005 and confirms

previous correspondence on this matter. It is anticipated that most changes are already being

applied as appropriate, in conjunction with the PPSD circular 6/2014.

Determination T Regulation 33

Schedule 3

ALLOWANCES

1. MOTOR VEHICLE ALLOWANCES

a) Where the Chief Constable is of the opinion that the duties normally performed

by a member are of such a nature that it is-

i) essential, or

ii) desirable,

that the member in question should, at all material times, have a motor

vehicle at his disposal, he may authorise that member to use (subject to his

directions) a motor vehicle owned by the member for the purposes of duties

performed by him and, subject to the following provisions of this

determination, in respect of such use the member shall be paid a motor

vehicle allowance. Use of a motor vehicle during travelling time which is

treated as duty in accordance with a Determination under regulation 21(1)(e)

shall be treated as use for the purposes of duties performed by the member.

b) A motor vehicle allowance shall not be payable in respect of the authorised

use of a motor vehicle unless there was in force in relation thereto a policy of

insurance in terms approved by the Policing Board, in relation to the use in

question, for the purposes thereof.

c) A motor vehicle allowance shall not be payable in respect of the authorised

use of a motor car of a cylinder capacity exceeding 500 c.c. unless the

member concerned was willing to carry passengers for the purposes of the

duties performed by him or, in the case of passengers being members, or

members of any police force, by those members.

d) A motor vehicle allowance in respect of the authorised use of a motor car of a

cylinder capacity exceeding 500 c.c. shall, subject as aforesaid, be payable-

i) where the Chief Constable is of the opinion mentioned in sub-paragraph

(a)(i), at the essential user's rate;

ii) where the Chief Constable is of the opinion mentioned in sub-paragraph

(a)(ii), at the casual user's rate, as provided in sub-paragraphs (e) and (f)

.

provided that where the member concerned holds a rank above that of chief

superintendent he may instead be paid a flat-rate motor vehicle allowance at

such annual rate as is determined by the Policing Board on such basis as is

approved by the Secretary of State.

e) i) Subject to the following provisions of this Determination, the amount of a

motor vehicle allowance payable at the essential user's rate shall in any

year comprise a fixed element and a mileage element calculated as

provided in sub-paragraphs (e)(ii) and (iii).

ii) The fixed element shall be calculated by reference to the number of

completed months comprised in the period of authorised use for the year in

question at the annual rate specified in sub-paragraph (g) by reference to the

cylinder capacity of the motor car in question.

iii) The mileage element shall be calculated in relation to authorised use at the

rate specified in sub-paragraph (g) and for that purpose sub-paragraph (g)

so specifies:

(1) a basic rate, in relation to authorised use not exceeding the mileage

specified in sub-paragraph (g) (“the basic mileage”), and

(2) a reduced rate in relation to authorised use in excess of the basic

mileage.

f) A motor vehicle allowance in respect of the authorised use of a motor bicycle,

shall, subject as aforesaid, be payable on such conditions and at such rate as is

approved by the Department.

g) Rates (with effect from 1 July 2014)

Essential Users

Lump sum per annum

£795 for a vehicle of 451 – 999cc

£906 for a vehicle of 1000 – 1199cc

£1,170 for a vehicle above 1200cc

Mileage rates

45p per mile up to the first 10 000 miles

25p per mile thereafter

Casual users

Mileage rates

45p per mile up to the first 10 000 miles

25p per mile thereafter

h) Where in any year a motor vehicle allowance is payable at the essential user's

rate it shall be payable in such instalments, in advance or in arrears, as the

Chief Constable may determine; but when the amount of the allowance for

that year is finally calculated, any over-payment shall be recoverable.

i) Where in any year a motor vehicle allowance is payable at the essential user's

rate to a member and the member is on sick leave, or maternity leave, or the

motor car in question is out of order, for a continuous period of four or more

weeks in that year the allowance shall be reduced by such amount as the Chief

Constable, with the approval of the Policing Board, determines as being

appropriate in all the circumstances.

j) Where in any year a motor vehicle allowance is payable at the essential user's

rate but the period of authorised use is a fraction only of that year, sub-

paragraph (e)(iii) shall have effect as if for the reference to the basic mileage

there were substituted a reference to the corresponding fraction of that

mileage; and for the purposes of this paragraph the monthly rate of the fixed

element of such an allowance so payable shall be taken to be a twelfth of the

annual rate.

k) The amount of a motor vehicle allowance payable at the casual user's rate

shall in any year be an amount calculated in relation to the mileage of

authorised use in that year at the rate specified in sub-paragraph (g) by

reference to that mileage.

l) The amount of a motor vehicle allowance payable to a member shall not

exceed that which would be payable as the Chief Constable, with the approval

of the Policing Board, has determined appropriate for use for the purposes of

the duties normally performed by the member concerned.

m) In its application to the Chief Constable this Determination shall have effect as

if any reference therein to that officer were a reference to the Policing Board.

n) For the purposes of this determination-

“authorised use” means the use, authorised under sub-paragraph (a), of a

motor vehicle owned by the member concerned for the purposes of his duties

as a member

and “period of authorised use” means the period during which such use is

authorised;

“cylinder capacity” means the cylinder capacity of the engine of a vehicle

calculated in accordance with Vehicle Excise regulations in operation at the

time;

“motor bicycle” means a mechanically propelled bicycle (including a motor

scooter, a bicycle with an attachment for propelling it by mechanical power

and a mechanically propelled bicycle used for drawing a sidecar);

“motor car” means a mechanically propelled vehicle other than a motor bicycle

and, accordingly, includes a mechanically propelled tricycle;

“year” means a period of twelve months beginning on such date as may be

determined by the Chief Constable;

and a reference to a motor vehicle owned by a member is a reference to such

a vehicle kept and used by him.

DOG HANDLER'S ALLOWANCE

a) Where a dog owned by the Policing Board is kept and cared for by a member at

his home, the member shall be paid a dog handler's allowance in respect of the

care accorded to the dog on the member's rest days and on public holidays.

b) For this purpose the member shall be treated as keeping and caring for a dog at

his home if he would be doing so but for his being on annual leave.

c) The annual rate of this allowance with effect from 1 September 2014 is £2 175.

d) Where the member keeps and cares for at his home more than one dog owned by

the Policing Board, there shall be added to the allowance an amount equal to 25

per cent of the sum specified in sub-paragraph (c) for each such dog.

SPECIAL PRIORITY PAYMENTS

With effect from 1 January 2014 this scheme is closed.

BONUS PAYMENTS

The Chief Constable may award a payment of between £50 and £500 to a

member where he is satisfied that the member concerned has performed a piece

of work of an outstandingly demanding, unpleasant or important nature.

POST-RELATED ALLOWANCES FOR CHIEF SUPERINTENDENTS

With effect from 1 April 2014 this scheme is closed subject to the revised pay

scales for chief superintendents being introduced from that date.

APPENDIX 10

POLICING POLICY AND STRATEGY DIVISION CIRCULAR 10/2014

PPSD 10/2014 Date of Issue: 29 August 2014

THIS CIRCULAR contains confirmation of the Minister’s formal approval to implement

agreements reached at PNB with regard to those placed on-call in the PSNI.

FROM: Policing Human Resources Branch, DoJ

IMPLEMENTATION DATE: Immediate

EXPIRY DATE: N/A

THIS CANCELS: N/A

FOR MORE INFORMATION or FURTHER COPIES OF THIS CIRCULAR PLEASE CONTACT:

Policing Policy and Strategy Division

Department of Justice

Block A

Level 4

Castle Buildings Telephone: 028 9052 8696

Stormont Estate Fax: 028 9052 0063

BELFAST BT4 3SG E - mail: Walter.Myles@dojni.x.gsi.gov.uk

THIS CIRCULAR IS ADDRESSED TO: The Chief Constable, PSNI

COPIES ARE BEING SENT TO:

Northern Ireland Policing Board

Chief Police Officers’ Staff Association

Superintendents’ Association (NI)

Police Federation (NI)

Director Human Resources, PSNI

Dear Chief Constable

Minister’s Approval to Apply Agreements Reached at the PNB for PSNI

Following detailed discussions at the Police Negotiating Board, the Official and Staff Sides of PNB

reached agreement on the payment of on-call allowance in the PSNI.

Determination T has been amended at Part 6 to reflect the new arrangements covering the

payment of the allowance for those placed on-call.

Determination T Regulation 33

Schedule 3

ALLOWANCES

2. MOTOR VEHICLE ALLOWANCES

a) Where the Chief Constable is of the opinion that the duties normally performed

by a member are of such a nature that it is-

i) essential, or

ii) desirable,

that the member in question should, at all material times, have a motor

vehicle at his disposal, he may authorise that member to use (subject to his

directions) a motor vehicle owned by the member for the purposes of duties

performed by him and, subject to the following provisions of this

determination, in respect of such use the member shall be paid a motor

vehicle allowance. Use of a motor vehicle during travelling time which is

treated as duty in accordance with a Determination under regulation 21(1)(e)

shall be treated as use for the purposes of duties performed by the member.

b) A motor vehicle allowance shall not be payable in respect of the authorised

use of a motor vehicle unless there was in force in relation thereto a policy of

insurance in terms approved by the Policing Board, in relation to the use in

question, for the purposes thereof.

c) A motor vehicle allowance shall not be payable in respect of the authorised

use of a motor car of a cylinder capacity exceeding 500 c.c. unless the

member concerned was willing to carry passengers for the purposes of the

duties performed by him or, in the case of passengers being members, or

members of any police force, by those members.

d) A motor vehicle allowance in respect of the authorised use of a motor car of a

cylinder capacity exceeding 500 c.c. shall, subject as aforesaid, be payable-

i) where the Chief Constable is of the opinion mentioned in sub-paragraph

(a)(i), at the essential user's rate;

ii) where the Chief Constable is of the opinion mentioned in sub-paragraph

(a)(ii), at the casual user's rate, as provided in sub-paragraphs (e) and (f)

.

provided that where the member concerned holds a rank above that of chief

superintendent he may instead be paid a flat-rate motor vehicle allowance at

such annual rate as is determined by the Policing Board on such basis as is

approved by the Secretary of State.

e) i) Subject to the following provisions of this Determination, the amount of a

motor vehicle allowance payable at the essential user's rate shall in any

year comprise a fixed element and a mileage element calculated as

provided in sub-paragraphs (e)(ii) and (iii).

ii) The fixed element shall be calculated by reference to the number of

completed months comprised in the period of authorised use for the year in

question at the annual rate specified in sub-paragraph (g) by reference to the

cylinder capacity of the motor car in question.

iii) The mileage element shall be calculated in relation to authorised use at the

rate specified in sub-paragraph (g) and for that purpose sub-paragraph (g)

so specifies:

(1) a basic rate, in relation to authorised use not exceeding the mileage

specified in sub-paragraph (g) (“the basic mileage”), and

(2) a reduced rate in relation to authorised use in excess of the basic

mileage.

f) A motor vehicle allowance in respect of the authorised use of a motor bicycle,

shall, subject as aforesaid, be payable on such conditions and at such rate as is

approved by the Department.

g) Rates (with effect from 1 July 2014)

Essential Users

Lump sum per annum

£795 for a vehicle of 451 – 999cc

£906 for a vehicle of 1000 – 1199cc

£1,170 for a vehicle above 1200cc

Mileage rates

45p per mile up to the first 10 000 miles

25p per mile thereafter

Casual users

Mileage rates

45p per mile up to the first 10 000 miles

25p per mile thereafter

h) Where in any year a motor vehicle allowance is payable at the essential user's

rate it shall be payable in such instalments, in advance or in arrears, as the

Chief Constable may determine; but when the amount of the allowance for

that year is finally calculated, any over-payment shall be recoverable.

i) Where in any year a motor vehicle allowance is payable at the essential user's

rate to a member and the member is on sick leave, or maternity leave, or the

motor car in question is out of order, for a continuous period of four or more

weeks in that year the allowance shall be reduced by such amount as the Chief

Constable, with the approval of the Policing Board, determines as being

appropriate in all the circumstances.

j) Where in any year a motor vehicle allowance is payable at the essential user's

rate but the period of authorised use is a fraction only of that year, sub-

paragraph (e)(iii) shall have effect as if for the reference to the basic mileage

there were substituted a reference to the corresponding fraction of that

mileage; and for the purposes of this paragraph the monthly rate of the fixed

element of such an allowance so payable shall be taken to be a twelfth of the

annual rate.

k) The amount of a motor vehicle allowance payable at the casual user's rate

shall in any year be an amount calculated in relation to the mileage of

authorised use in that year at the rate specified in sub-paragraph (g) by

reference to that mileage.

l) The amount of a motor vehicle allowance payable to a member shall not

exceed that which would be payable as the Chief Constable, with the approval

of the Policing Board, has determined appropriate for use for the purposes of

the duties normally performed by the member concerned.

m) In its application to the Chief Constable this Determination shall have effect as

if any reference therein to that officer were a reference to the Policing Board.

n) For the purposes of this determination-

“authorised use” means the use, authorised under sub-paragraph (a), of a

motor vehicle owned by the member concerned for the purposes of his duties

as a member

and “period of authorised use” means the period during which such use is

authorised;

“cylinder capacity” means the cylinder capacity of the engine of a vehicle

calculated in accordance with Vehicle Excise regulations in operation at the

time;

“motor bicycle” means a mechanically propelled bicycle (including a motor

scooter, a bicycle with an attachment for propelling it by mechanical power

and a mechanically propelled bicycle used for drawing a sidecar);

“motor car” means a mechanically propelled vehicle other than a motor bicycle

and, accordingly, includes a mechanically propelled tricycle;

“year” means a period of twelve months beginning on such date as may be

determined by the Chief Constable;

and a reference to a motor vehicle owned by a member is a reference to such

a vehicle kept and used by him.

3. DOG HANDLER'S ALLOWANCE

e) Where a dog owned by the Policing Board is kept and cared for by a member at

his home, the member shall be paid a dog handler's allowance in respect of the

care accorded to the dog on the member's rest days and on public holidays.

f) For this purpose the member shall be treated as keeping and caring for a dog at

his home if he would be doing so but for his being on annual leave.

g) The annual rate of this allowance with effect from 1 September 2014 is £2 175.

h) Where the member keeps and cares for at his home more than one dog owned by

the Policing Board, there shall be added to the allowance an amount equal to 25

per cent of the sum specified in sub-paragraph (c) for each such dog.

4. SPECIAL PRIORITY PAYMENTS

With effect from 1 January 2014 this scheme is closed.

5. BONUS PAYMENTS

The Chief Constable may award a payment of between £50 and £500 to a

member where he is satisfied that the member concerned has performed a piece

of work of an outstandingly demanding, unpleasant or important nature.

6. POST-RELATED ALLOWANCES FOR CHIEF SUPERINTENDENTS

With effect from 1 April 2014 this scheme is closed subject to the revised pay

scales for chief superintendents being introduced from that date.

7. ON-CALL ALLOWANCE

a) With effect from 1 September 2014, a member of the rank of constable,

sergeant, inspector or chief inspector shall receive an allowance of £15 in

respect of each evening or weekend day on which (s)he spends any time

placed on-call (excluding public holidays), and an allowance of £23 in respect

of any time on call during a day considered a public holiday within the terms of

the PSNI Regulations 2005.

b) In paragraph a), ‘day’ means a period of 24 hours commencing at such time

as is considered appropriate for the individual member.

APPENDIX 11

POLICING POLICY AND STRATEGY DIVISION CIRCULAR 15/2014

PPSD 15/2014 Date of Issue: 11 November 2014

THIS CIRCULAR contains the Minister’s revised Determination F setting out the

compensation arrangements payable if an officer is recalled to duty from a Rest Day.

FROM: Policing Human Resources Branch, DoJ

IMPLEMENTATION DATE: 1 December 2014

EXPIRY DATE: N/A

THIS CANCELS: N/A

FOR MORE INFORMATION or FURTHER COPIES OF THIS CIRCULAR PLEASE CONTACT:

Policing Policy and Strategy Division

Department of Justice

Block A

Level 4

Castle Buildings

Stormont Estate

BELFAST BT4 3SG

THIS CIRCULAR IS ADDRESSED TO: The Chief Constable, PSNI

COPIES ARE BEING SENT TO:

Northern Ireland Policing Board

Chief Police Officers’ Staff Association

Superintendents’ Association (NI)

Police Federation (NI)

Director Human Resources, PSNI

Dear Chief Constable

Minister’s Revised Determination in relation to a Requirement to perform duty on a

Rostered Rest Day

As provided by regulation 25 of the Police Service of Northern Ireland Regulations 2005, the

compensation payable in respect of a requirement for officers to work on a Rostered Rest Day is

as set out in the attached Determination.

For clarity, the only changes to the Determination are in part 1 (c) (i) and part 2 (b) which

reduces the notice period when ‘double time’ is payable from five days to three, and part 1 (e) ii)

(1) relating to taking time off in lieu of the allowance.

Dear Chief Constable

ROSTERED REST DAYS

As part of the agreement reached at the Police Negotiating Board in May 2014 parties

agreed that if a Rest Day is cancelled with less than 3 days’ notice the compensatory

payment will be paid at the rate set out in the Determination.

The notification period has come down from five days to three days, however, the

payment associated with such a cancellation will remain unchanged. Similar notice is

required if time off is to be taken in lieu of the allowance.

This change is to be linked to better management of these cancelled Rest Days.

All other parts of the Determination are unchanged.

With the closure of the Police Negotiating Board, before making this Determination the

Department has supplied the constituent bodies of the Police Advisory Board in Northern

Ireland with a draft of the Determination and has taken into consideration any

representations made.

It was agreed at the Police Negotiating Board, and notified to parties on 8 May 2014, that

these revised provisions would be applied from 1 September 2014. However, the

Department has agreed to a request from the Police Service of Northern Ireland that the

revised arrangements will come into effect from 1 December 2014.

DETERMINATION F

Regulation 23

Regulation 25

PUBLIC HOLIDAYS AND REST DAYS

1. ROSTERED REST DAYS and PUBLIC HOLIDAYS

a) A member of the rank of constable or sergeant shall, if required to do duty on

a day which is a rostered rest day, be granted:

i) where he receives less than 15 days’ notice of the requirement, an

allowance at the appropriate rest-day rate; or

ii) in any other case, another rest day, which shall be notified to him within 4

days of notification of the requirement.

b) Subject to paragraph 2(a), the appropriate rest-day rate is, for each

completed 15 minutes of duty on a rostered rest day, the fraction of a day’s

pay specified in sub-paragraph (c).

c) The fraction is:

i) where the member received less than 3 days’ notice of the requirement,

one sixteenth; and

ii) in any other case, three sixty-fourths.

d) A member of the rank of constable or sergeant shall, if required to do duty on

a day which is a public holiday, be granted:

i) where he receives less than 8 days’ notice of the requirement:

(1) an allowance at the appropriate rate and, in addition,

(2) another day off in lieu thereof, which shall be notified to him within 4

days of notification of the requirement, and which shall be treated for

the purpose of this determination as a public holiday;

ii) in any other case, an allowance at the appropriate rate.

e) A member of the rank of constable or sergeant who is required to do duty on a

day which is a public holiday or a rostered rest day may, within 28 days of the

day in question, elect to receive, in lieu of an allowance as mentioned in sub-

paragraph (a) (i) or sub-paragraph (d) (i)or (ii), time off equal:

i) in the case of a day which is a public holiday, to double, and

ii) in the case of a rostered rest day:

(1) where the member received less than 3 days’ notice of the

requirement, to double, and

(2) in any other case to one and a half times,

the period of completed quarters of an hour of duty on the day in question.

f) Where such a member who is required to do duty on a day which is a public

holiday or a rostered rest day, or for a part-time member, a free day has

elected to receive time off as mentioned in sub-paragraph (e) or paragraph

2(h), the Chief Constable shall, subject to the exigencies of duty, grant such

time off within such time (not exceeding 3 months) as he may fix, and subject

to such time off being taken, no allowance in respect of the day in question

shall be payable under sub-paragraph (a) (i) or, as the case may be, sub-

paragraph (d) (i) or (ii) or, for a part-time member paragraph 2(e) or (f).

g) Where the exigencies of duty have precluded:

i) the allowance of a day’s leave on a public holiday, or

ii) the grant in any week of two rest days,

to a member of the rank of inspector or chief inspector, he shall, during the

next following twelve months and so far as the exigencies of duty permit, be

allowed or (as the case may be) granted a day’s leave in lieu of any such day

not allowed or granted.

h) Where the exigencies of duty have precluded:

i) the allowance of a day’s leave on a public holiday, or

ii) the grant in any month of eight monthly leave days,

to a member of the rank of superintendent or chief superintendent, he shall,

during the next twelve months and so far as the exigencies of duty permit, be

allowed or (as the case may be) granted a day’s leave in lieu of any such day

not allowed or granted.

i) Where the exigencies of duty have precluded the allowance of a day’s leave on

a public holiday to any such member other than a member above the rank of

chief superintendent, he shall, during the next three months and so far as the

exigencies of duty permit, be allowed a day’s leave in lieu of any such day not

allowed.

j) For the purpose of this paragraph “month” means that period of 28 days

beginning with such day as is fixed by the Chief Constable.

2. PART–TIME CONSTABLES AND SERGEANTS

a) The appropriate rest-day rate for a part-time member of the rank of constable

or sergeant is, for each completed 15 minutes of duty on a rostered rest day,

the fraction of the member’s hourly rate of pay calculated in accordance with

the determination under regulation 23(1) specified in sub-paragraph (b)

below.

b) The fraction is:

i) where the member received less than 3 days’ notice of the requirement,

one quarter; and

ii) in any other case, one eighth.

c) A part-time member of the rank of constable or sergeant who:

i) is required to do duty on a free day, and

ii) receives not less than 15 days’ notice of the requirement,

shall be granted another free day in lieu, which shall be notified to him within

4 days of notification of the requirement.

d) This sub-paragraph applies where:

i) a part-time member of the rank of constable or sergeant is required to do

duty on a free day, and

ii) he receives less than 15 days’ notice of the requirement, and

the duty is of such a nature that it would not in the circumstances have been

reasonably practicable for it to be done by any other member.

e) Where sub-paragraph (d) applies:

i) if the member was on duty for more than 8 hours on the free day and for

more than 40 hours (in addition to any hours on a rostered rest day or

public holiday for which an allowance fell to be granted under this

determination) during the week in which the free day occurred, he is

entitled to an allowance at the rate of one twelfth of an hour’s pay for each

completed period of 15 minutes of duty done on the free day, and

ii) in any other case, he is entitled to time off equal to the total length of

those periods.

f) Where:

i) a member is required to do duty on a free day, and

ii) he receives less than 15 days’ notice of the requirement, but sub-

paragraph (d)(iii) does not apply, he is entitled to an allowance at the

appropriate rest-day rate.

g) In the case of a part-time member of the rank of constable or sergeant

working in accordance with variable shift arrangements, the number of hours

on duty shall for the purposes of sub-paragraph (e)(i) be determined by

adding together:

i) the average number of hours the member is contracted to work in the

week in which the free day occurred;

ii) the number of hours, if any, the member worked on any rest day in that

week; and

iii) the number of hours (if any) the member worked on any public holiday

within that period.

h) A member who is required to do duty on a free day may within 28 days of that

day elect to receive:

i) in lieu of an allowance under sub-paragraph (e)(i), time off equal to one

and one third times, and

ii) in lieu of an allowance under sub-paragraph (f), time off equal to one and

a half times,

the period of completed quarters of an hour of duty done on the free day.

i) Any entitlement of a member to an allowance for rest day, public holiday or

free day working in respect of any day is in addition to any payments due to

that member for that day in accordance with regulation 23 (pay) and the

determination thereunder.

j) For the purposes of regulation 23(1)(pay) and the determination thereunder:

i) a day’s leave allowed under paragraph 4(a)(i) of the determination under

regulation 21 and a day off granted under paragraph 1(d) above or under

paragraph 3(j) below in respect of a public holiday each count as a period

of duty of 8 hours multiplied by the appropriate factor, and

ii) so much of any time off granted under sub-paragraph (h) or paragraph

1(f) above as exceeds the time spent on duty on the public holiday, rest

day or free day counts as time spent on duty.

3. FOR THE PURPOSES OF THIS DETERMINATION:

a) a member who is paid a dog handler’s allowance shall not be treated as

required to do duty by reason only of his being required to care for the dog;

b) “a day’s pay” means a week’s pay at the rate at which the member was paid

on the day in question divided by five;

c) “the appropriate rate” for a full-time constable or sergeant means a sixteenth

of a day’s pay for each completed 15 minutes of duty done on a public

holiday;

d) “the appropriate rate” for a part-time constable or sergeant is, for each

completed 15 minutes of duty done on a public holiday, one half of the

member’s hourly rate of pay calculated in accordance with regulation 23 and

the determination thereunder;

e) in this paragraph, “day” in relation to members, means a period of 24 hours

commencing at such time or times as the Chief Constable shall fix and the

Chief Constable may fix different times in relation to different groups of

members;

f) a reference to a day which is a public holiday is to be construed, in relation to

the member concerned as a reference to a day commencing at any time on

the calendar date of the public holiday in question;

g) “week” means a period of 7 days beginning with such day as is fixed by the

Chief Constable;

h) where a member is required to do duty, or is recalled to duty, for a period of

less than 4 hours on a public holiday or a rostered rest day or, for a part-time

member, a free day, such period or each such period, shall be treated as

though it were a period of 4 completed hours. The only exception to this is

where a period of not more than one hour of duty on a rostered rest day or,

for a part-time member, a free day immediately follows a normal daily period

of duty (or, in the case of a part-time member or a member working in

accordance with variable shift arrangements, a rostered shift). In this

instance the period of not more than one hour of duty counts as the number of

period of 15 minutes actually completed.

i) where a member is required to do duty on a public holiday or on a rostered

rest day or, for a part-time member, a free day, his period of duty shall

include (except for the purposes of sub-paragraph (h) above) the time

occupied by him in going to and returning from his place of duty, not

exceeding such reasonable limit as may be fixed by the Chief Constable, save

that, for the purposes of this sub-paragraph, there shall be disregarded any

period of time so occupied:

i) which together with the member’s period of duty exceeds 6 hours, or

ii) which is treated as a period of duty under regulation 21 (travelling time

treated as duty).

j) where it is at his own request that a member works on a day which is a public

holiday, rostered rest day or, for a part -time member, a free day, he shall not

be treated for the purposes of this determination as having been required to

do duty on that day but shall be granted another day off in lieu thereof, which

shall be treated as a public holiday, rostered rest day or free day as the case

may be.

k) in relation to a part–time member:

i) the determined hours are the number of hours which the Chief Constable

has determined as his normal period of duty in a relevant period (as

provided for in Annex D paragraph 6(a)(ii) or paragraph 6(a)(v) as

applicable),

ii) a relevant period is a period for which a duty roster relating to him has

effect for the time being under paragraph 3 of Annex D, and

iii) the appropriate factor is A/B where

A is the number of determined hours, and

B is 40 times the number of weeks in the relevant period.